buying processes

Former Intel CEO Andy Grove once coined the phrase, “Technology happens.” As true as Grove’s pat aphorism has become, it’s not always good news. Twenty years ago, no one ever got fired for buying IBM. In the heyday of customer relationship management (CRM), companies bought first and asked questions later.
Nowadays, executives are being enlightened by the promise of big data technologies and the role data plays in the fact-based enterprise. Leaders in business and IT alike are waking up to the reality that – despite the hype around platforms and processing speeds – their companies have failed to established sustained processes and skills around data.

Companies spend millions of dollars every year on building data warehouses, buying business intelligence (BI) software tools and managing their analytic processes in the hope of gaining consumer insight and winning market share. Yet, many companies fail to realize the full benefits of their technology investments because they are hamstrung by the layers of expertise and the complexity of technology tools needed to integrate various data warehouses and associated tools within their existing analytic environments. Since analysis is only as good as the accessibility, timeliness and accuracy of the information being analyzed, the interoperability of any data warehouse with any analytic environment is essential to achieving insightful, actionable analysis and making better decisions.

Download this white paper to learn about: Email marketing for complex buying processes, how email in marketing automation supports complex buying processes, when to use email marketing or when to upgrade to marketing automation, and marketing automation beyond email marketing

"71% of consumers do some digital research before buying an insurance policy, and 26% of those surveyed had purchased their policies online.
Insurance companies are investing in interactive websites, mobile apps, and analytics software to help them optimize their processes, increase sales, improve customer service, and boost their financial standing. But is this enough to keep up?
As technology continues to advance, leading insurance companies are already looking ahead to the next big advance that will transform the industry: cognitive computing."

Former Intel CEO Andy Grove once coined the phrase, “Technology happens.” As true as Grove’s pat aphorism has become, it’s not always good news. Twenty years ago, no one ever got fired for buying IBM. In the heyday of customer relationship management (CRM), companies bought first and asked questions later. Nowadays, executives are being enlightened by the promise of big data technologies and the role data plays in the fact-based enterprise. Leaders in business and IT alike are waking up to the reality that – despite the hype around platforms and processing speeds – their companies have failed to established sustained processes and skills around data.

Buying an ERP system that doesn't closely fit your business processes can be a costly mistake. This is particularly true if you try to fit a generic manufacturing ERP solution into a packaging/printing business environment. Reworking a non-industry specific system to meet the day-to-day operational needs of a printing/packaging operation requires significant modifications to the core product. The resulting software can end up so heavily customized that it can be difficult and very costly to maintain.

We often hear, "How is Marketing Automation different from email marketing?" In this white paper, you'll learn the difference between email marketing and marketing automation, how each support complex buying processes, and whether email marketing or marketing automation are the right tools to use. Download this white paper to learn about: Email marketing for complex buying processes, how email in marketing automation supports complex buying processes, when to use email marketing or when to upgrade to marketing automation, and marketing automation beyond email marketing.

Evaluating and managing the media buying processes for advertisements Warner Bros. purchases from its six sister companies can be time consuming and complicated. Generating reports for media purchased by each of Time Warner’s 2,500 media suppliers and comparing Warner Bros.’ spend decisions with competitors creates the need for internal resources dedicated specifically to focus on it – taking time away from other activities.